Socially Responsible Human Resources Management, Perceived Organizational Morality, and Employee Well-being

Abdelmotaleb, Moustafa; Saha, Sudhir K.

doi:10.1007/s11115-019-00447-3

Cited by 25 publications

(25 citation statements)

References 39 publications

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“…These findings are not only in concord with previous works regarding the HRM influence on meaningfulness of work (Frémeaux and Michelson, 2017; Rebutoc, 2018) and reduced job strain (Kang and Kang, 2016; Van De Voorde and Beijer, 2015), but also consistent with prior findings on the role of CSR in promoting meaningfulness of work (Afsar et al , 2020; Aguinis and Glavas, 2019; Chaudhary and Akhouri, 2019; Kim et al , 2018b; Nazir and Islam, 2020) and alleviating job strain (Svergun and Fairlie, 2020). These results provide a further insight into a recent work by Abdelmotaleb and Saha (2020) on the nexus between SRHR practices and employees’ positive affect and well-being.…”

Section: Discussionsupporting

confidence: 62%

“…While the evidence in the literature indicates that SRHR practices are positively associated with employee work behaviors (Jia et al , 2019; Shen and Benson, 2016) and happiness-related outcomes (e.g. employee commitment, Shen and Zhu, 2011), a limited body of empirical evidence has been available for the link between SRHR practices and employee health-related outcomes (Abdelmotaleb and Saha, 2020; Kim et al , 2018a). Further studies are thus needed for the impacts of SRHR practices on different forms of work-related outcomes and, crucially, on the processes that contribute to elucidate how SRHR practices affect health-related outcomes.…”

Section: Introductionmentioning

confidence: 99%

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Socially responsible human resource practices and hospitality employee outcomes

Luu

2021

IJCHM

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Purpose This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship. Design/methodology/approach Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships. Findings The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting. Practical implications The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place. Originality/value This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

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Section: Discussionsupporting

confidence: 62%

Section: Introductionmentioning

confidence: 99%

Socially responsible human resource practices and hospitality employee outcomes

Luu

2021

IJCHM

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“…Previous research has addressed the role of SRHRM practices in various domains such as "sustainable competitive advantages" [28], "employee citizenship behavior" [29], "talent management" [30], "performance management" [31], "employee well-being" [32], "employees' turnover intention" [33], "corporate reputation" [34], "affective and organizational commitment" [35], among many others. Despite the increasing research interest in SRHRM, the literature in this area is highly fragmented, and a comprehensive study has yet to be undertaken.…”

Section: Introductionmentioning

confidence: 99%

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

Omidi

Zotto

2022

Sustainability

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At the intersection of corporate social responsibility (CSR) and human resource management (HRM), a specific research strand has been forming and considerably flourishing over the past years, contributing to the burgeoning academic debate of what has been called “socially responsible human resource management” (SRHRM). The SRHRM debate seeks to proactively enhance employees’ work experiences and meet their personal and social expectations in ethical and socially responsible ways. Despite the increasing interest in research about SRHRM, however, the literature in this area is highly scattered, and a comprehensive study has yet to be undertaken. The present paper addresses this shortcoming by systematically reviewing 57 scholarly articles published in this research domain. It integrates previous insights on the topic to provide a far-reaching theoretical framework that highlights antecedents, practices, and outcomes of SRHRM research. As the results show, between 2011 and 2021, the Sustainability journal has published most of the empirical papers in this area, while the last three years (2019–2021) experienced a significant surge of publications on the topic. Our framework shapes a holistic overview of the SRHRM domain and illuminates different relevant elements upon which future studies in this area could be developed. This contribution is also beneficial for general CSR literature as it stresses the importance of its internal stakeholders, which have been comprehensively given less attention so far. By critically examining the recent literature on SRHRM, we further show how previous research is dominated by studies rooted in utilitarian approaches. Therefore, we set a research agenda for future studies by acknowledging the need for process-oriented studies and the importance of critical scholarship within the field of SRHRM.

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“…SRHRM encourages employees to engage in more external CSR activities, signing to employees that their organization adheres to moral values (Abdelmotaleb and Saha, 2020). Drawing on social identity theory, employees who identify with the organization conforming to social norms and valuing the external reputation may be more willing to exhibit extra-role work behaviors such as innovative behavior (Niu et al, 2018).…”

Section: The Mediating Role Of Socially Responsible Human Resource Managementmentioning

confidence: 99%

Responsible Leadership Fuels Innovative Behavior: The Mediating Roles of Socially Responsible Human Resource Management and Organizational Pride

Dong

Zhong

2021

Front. Psychol.

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Leaders are under increasing pressure to inspire innovative endeavors in responsible ways. However, whether and how responsible leadership can fuel employee innovative behavior remains unknown. Therefore, drawing on social identity theory and social exchange theory, this study aims to investigate the psychological mechanisms underlying the responsible leadership-innovative behavior relationship. Multi-phase data were collected from 280 employees working in Chinese manufacturing firms to test the hypotheses using hierarchical regression analyses and the bootstrap method. The results reveal that responsible leadership is positively related to innovative behavior. Additionally, perceived socially responsible human resource management (HRM) and organizational pride separately and sequentially mediate the responsible leadership-innovative behavior relationship. This study empirically reveals the effectiveness of responsible leadership and sheds new light on the psychological processes through which it facilitates innovative behavior, revealing the generalizability of responsible leadership and innovative behavior in the Chinese context. Moreover, we respond to the call for incorporating leadership theory into HRM research and further advance the existing knowledge on both antecedents and outcomes of socially responsible HRM. For practical guidance, organizations are encouraged to foster innovation through investment in responsible management practices. Research limitations and implications are also discussed.

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Socially Responsible Human Resources Management, Perceived Organizational Morality, and Employee Well-being

Cited by 25 publications

References 39 publications

Socially responsible human resource practices and hospitality employee outcomes

Socially responsible human resource practices and hospitality employee outcomes

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

Responsible Leadership Fuels Innovative Behavior: The Mediating Roles of Socially Responsible Human Resource Management and Organizational Pride

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